NAMA Commercial Mortgage Financing Package

Total Page:16

File Type:pdf, Size:1020Kb

NAMA Commercial Mortgage Financing Package Ì Ì NAMA COMMERCIAL MORTGAGE FINANCING PACKAGE 1. NAMA VENDOR FINANCE Vendor Finance will be made available over the worthy counterparties through the provision of a Vendor Finance will be made available on next four years. debt package connected to the sales process. a case by case basis in respect of the sale In 2012, NAMA announced that it would provide of commercial property by NAMA debtors; Vendor Finance to purchasers of commercial The availability of Vendor Finance is a direct Vendor Finance is a well-established in the case of enforcement, by appointed properties held by its debtors and receivers in response by NAMA to the lack of liquidity in debt mechanism used by existing financial insolvency practitioners; or by NAMA both Ireland and the United Kingdom (UK). NAMA markets in Ireland and the UK and is designed to institutions to attract new equity and to directly where it has assumed ownership of envisages that up to €2 billion/£1.6 billion in support a timely sale of real estate/loans to credit- support transactional activity in target markets. the asset. 2. COMMERCIAL TERMS producing, including for example, office ÌÌSatisfactory location buildings, shopping centres, retail warehouses, There is no single standard set of terms for and industrial estates. ÌÌMaximum 4 year term Vendor Finance which NAMA will offer to parties acquiring commercial property. Terms The underwriting of the NAMA loan ÌÌFirst ranking security being retained by quoted will vary to reflect the attributes of commitment will be based on the anticipated NAMA various commercial property categories and current asset value (loan to value maximum) individual properties, the relative strengths and the future recurring rent cash flows from ÌÌNo subordination of NAMA’s position relative of tenants and leases, and the strength of the the occupational tenants. to new investor money counterparties/property purchasers. Only strong and reputable counterparties will be Where finance for the acquisition of ÌÌMinimum interest margin of 350 basis points considered. development properties is not available, NAMA may, in certain limited cases, be ÌÌDebt Service Covenant in line with cashflows For prime investment properties, that is prepared to consider the application of Vendor on a case by case basis. properties which are well located and have Finance. In considering the availability of strong tenants on long leases at realistic rents, Vendor Finance for development properties, NAMA may offer up to 75% of the purchase considerations including the following will be 4. NEXT STEPS price for a period of up to 7 years at a typical relevant: interest margin of 3% over cost of funds. Whilst the availability of Vendor Finance ÌÌSignificant equity contribution from will usually be marketed as part of the sales the purchaser such that loan to value at process relating to a qualifying asset/loan, 3. ASSETS FOR WHICH origination does not exceed 60% NAMA is open to considering proposals, VENDOR FINANCE IS on an individual basis, from prospective AvaILABLE ÌÌAcceptable counterparty with a credible purchasers in respect of commercial plan for the property properties held by its debtors or receivers in NAMA’s first vendor finance transaction – used to finance In general there will be a focus on investment both Ireland and the UK. Interested parties the purchase of No. 1 Warrington Place in Dublin (pictured assets (single buildings or portfolios) with a ÌÌA proven operator who can successfully can contact NAMA using the following email above) – was completed this year and there are currently a financial value of a minimum of £10 million, develop out the property or improve it for address: [email protected] number of other transactions under consideration. which are well tenanted and income- onward sale 2.
Recommended publications
  • Cornell AGRICULTURAL ECONOMICS STAFF PAPER
    CORNEll AGRICULTURAL ECONOMICS STAFF PAPER Regulatory, Ef'ficiency, and Management Issues Affecting Rural Financial Markets Edited by Eddy LaDue and Sandra Allen Staff Paper 93-23 December 1993 Department of Agricultural, Resource, and Managerial Economics College of Agricultural and Life Sciences Cornell University, Ithaca, New York 14853-7801 USA It is the policy of Cornell University actively to support equality of educational and employment opportunity. No person shall be denied admission to any educational program or activity or be denied employment on the basis of any legally prohibited dis­ crimination involving, but not limited to, such factors as race, color, creed, religion, national or ethnic origin, sex, age or handicap. The University is committed to the maintenance of affirmative action programs which will assure the continuation of such equality of opportunity. Regulatory, Efficiency, and Management Issues Affecting Rural Financial Markets Edited by Eddy LaDue and Sandra Allen Staff Paper 93-23 December 1993 Proceedings of a seminar sponsored by North Central Regional Project NC-207 "Regulatory, Efficiency and Management Issues Affecting Rural Financial Markets" Federal Reserve Bank of Chicago Chicago, Illinois October 4-5, 1993 Department of Agricultural, Resource and Managerial Economics College of Agricultural and Life Sciences Cornell University, Ithaca, New York 14853 Preface This publication contains the papers presented at the 1993 annual meeting of North Central Regional Project NC-207 "Regulatory, Efficiency and Management Issues Affecting Rural Financial Markets" held at the Federal Reserve Bank of Chicago on October 4 and 5, 1993. The program included an invited speaker session on "Agricultural Finance in the Year 2000." Participants in that session were Mike Frey of The Farm Credit Council, Marilyn K.
    [Show full text]
  • Risk & Reward in Aircraft Backed Finance
    Modeling Aircraft Loan & Lease Portfolios 3rd revision Discussion Notes October 2017 Modeling Aircraft Loans & Leases Discussion notes December 2013 2 PK AirFinance is a sub-business of GE Capital Aviation Services (GECAS). The company provides and arranges debt to airlines and investors secured by commercial aircraft. Cover picture by Serge Michels, Luxembourg. 3 Preface These discussion notes are a further update to notes that I prepared in 2010 and revised in 2013. The issues discussed here are ones that we have pondered over the last 25 years, trying to model aircraft loans and leases quantitatively. In 1993, Jan Melgaard (then at PK) and I worked with Bo Persson in Sweden to develop an analytic model of aircraft loans that we called SAFE. This model evolved into a Monte Carlo simulation tool, Lending EDGE, that was taken into operation at PK in 2012 and validated under ISRS 4400 by Deloitte in 2013. I have now made some corrections and amendments to the previous version, based on helpful feed-back from industry practitioners and academics. I have added a section on Prepayment Risk in loans and expanded on Jurisdiction Risk. My work at PK AirFinance has taught me a lot about risks and rewards in aircraft finance, not least from the deep experience and insight of many valued customers and my co-workers here at PK and at GECAS, our parent company, but the views and opinions expressed herein are my own, and do not necessarily represent those of the General Electric Company or its subsidiaries. In preparing these notes, I have been helped by several people with whom I have had many inspiring discussions.
    [Show full text]
  • Understanding Vendor Finance Law for Property Can You Really Buy Property Without Banks?
    Understanding Vendor Finance Law For Property Can you really buy property without Banks? Disclaimer: This eBook is for information purposes only, and must not be relied on as a substitute for legal advice. You should always consult your own legal advisors to discuss your particular circumstances. Aylward Game make no warranties or representations regarding the information and exclude any liability which may arise as a result of the use of this information. This information is the copyright of Aylward Game. The Power of Vendor Finance Found a property you want to buy but don’t have enough money (or sufficient credit history) to finance it? There might be a way around it with the use of clever contract clauses. With all the legal jargon and peppering of real estate contracts these days, real estate agents and investors are becoming more hesitant about the use of special conditions in real estate contracts with relation In Nutshell - Understanding to vendor finance arrangements. Vendor Finance Almost every business engagement in Australia involves a financial While property is transaction facilitated by either a bank or a financial institution that traditionally purchased by provide consumer credit services. For instance, e-commerce taking out a mortgage with businesses entirely base their transactions on e-payments that a bank, you can also use originate from banks. In spite of this, you can still complete certain vendor finance to skip the transactions such as buying property without necessarily going through bank application process a financial institution. Lets have a look at vendor finance in real estate and secure your next transactions in Australia.
    [Show full text]
  • Global Debt Sales Survey 2012
    LOAN PORTFOLIO ADVISORY Global Debt Sales survey 2012 Portfolio Solutions Group kpmg.com KPMG INTERNATIONAL CONTENTS 2 GLOBAL DEBT SALES SURVEY 2012 © 2012 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. All rights reserved. Foreword 04 Market overview 06 Assets coming to market 14 Completing transactions 18 Return requirements 22 A global perspective 25 About the research 30 GLOBAL DEBT SALES SURVEY 2012 3 © 2012 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. All rights reserved. Foreword lobal debt has seldom generated as many headlines or been as central to the world’s economic prospects as it is in 2012 – and Grarely has the market for global debt been as volatile or as complex, with Europe in the midst of a major economic malaise. The woes in the Eurozone, which in May saw policymakers finally begin to talk publicly about the possibility of a Greek exit from the Euro, have deepened. Banks in Italy and Spain have been downgraded by ratings Graham Martin Stuart King agency Moody’s Investor Services (Moody’s), while Spain announced a Global Co-Leader, Global Co-Leader, raft of measures, including independent, third-party valuation of existing KPMG’s Portfolio KPMG’s Portfolio Solutions Group loan books, to force banks to quantify the extent of potential future Solutions Group losses that have been concerning the financial markets.
    [Show full text]
  • Financing Energy Efficiency: Forging the Link Between Financing and Project Implementation
    EUROPEAN COMMISSION DIRECTORATE GENERAL JRC JOINT RESEARCH CENTRE Institute for Energy Renewable Energy Unit FINANCING ENERGY EFFICIENCY: FORGING THE LINK BETWEEN FINANCING AND PROJECT IMPLEMENTATION Report prepared by the Joint Research Centre of the European Commission Authors: Silvia Rezessy and Paolo Bertoldi May 2010, Ispra TABLE OF CONTENT 1. INTRODUCTION ...........................................................................................................1 2. BARRIERS TO THE USE OF FINANCIAL INSTRUMENTS FOR ENERGY SAVINGS ..............................................................................................................................2 2.1. Market barriers and failures............................................................................................... 2 2.2. Legal barriers .................................................................................................................... 3 3. FINANCIAL INSTRUMENTS FOR ENERGY EFFICIENCY ...................................5 3.1. Debt financing .................................................................................................................. 5 3.2. Equity financing.............................................................................................................. 13 3.3. Subordinated Debt financing (mezzanine finance) .......................................................... 15 3.4. Project financing ............................................................................................................. 16 3.5. Other financing
    [Show full text]
  • ECN Capital Investor Presentation
    ECN Capital Update SEPTEMBER 14, 2017 MAKING CAPITAL WORK ECN BUSINESS OVERVIEW 1 MAKING CAPITAL WORK Strategic Plan Execution CONSISTENT AND ON MESSAGE Transition continues from legacy businesses to businesses with higher growth, increased profitability, and those requiring less capital within core expertise ✓ Sold US C&V business to PNC Bank ✓ Sold commercial aviation business and retained equity upside ✓ Sold non-core rail assets ✓ Strategic process of harvesting “legacy businesses” ongoing ✓ Service Finance acquisition – stellar credit, high returns, significant growth and less capital ✓ Disciplined acquisition process continues ✓ US focus in both organic and M&A growth strategy ✓ Optimizing capital base – NCIB in place 2 MAKING CAPITAL WORK ECN Capital at a Glance OVERVIEW OF THE COMPANY BY BUSINESS LINE SYNDICATED/MANAGED ASSETS BALANCE SHEET FUNDED ASSETS VENDOR FINANCE- VENDOR FINANCE- RAIL FINANCE AVIATION FINANCE SYNDICATED/MANAGED BALANCE SHEET • SFC: Provides primarily • Cdn C&V business • Rightsized railcar business • Aviation business run-off small balance, prime & continues to perform well through recent non-core execution remains on super-prime installment • Strategic options continue asset sales track contracts to finance to be explored • Rail business continues to home improvement • Long-term option to hold provide a strong asset projects in the U.S. a portion of new vendor base and tax deferral to • Originations primarily originations on ECN support new business sourced through national Capital’s balance sheet initiatives;
    [Show full text]
  • Chapter 5. Basic Concepts for Clean Energy Unsecured Lending and Loan Loss Reserve Funds
    DRAFT __________________________________________________ U.S. DOE CLEAN ENERGY FINANCE GUIDE, THIRD EDITION DECEMBER 9, 2010 Chapter 5. Basic Concepts for Clean Energy Unsecured Lending and Loan Loss Reserve Funds ________________________________________________________________________ Chapter 5 — 1 DRAFT __________________________________________________ U.S. DOE CLEAN ENERGY FINANCE GUIDE, THIRD EDITION Chapter 5. Basic Concepts for Clean Energy Unsecured Lending and Loan Loss Reserve Funds A. Introduction to Loan Loss Reserve Funds (LRFs) When grantees involve third-party commercial lenders in clean energy (energy efficiency and renewable energy or EE/RE) finance programs, they have the opportunity to leverage public funds including American Recovery and Reinvestment Act of 2009 (ARRA) funds by as much as 10 to 20 times. These public funds can serve as a credit enhancement to decrease risk for lenders. One type of credit enhancement is a loan loss reserve fund (LRF). The loan loss reserve provides partial risk coverage to lenders—meaning that the reserve will cover a prespecified amount of loan losses. For example, a loan loss reserve might cover a lender’s losses up to 10% of the total principal of a loan portfolio. The financial institution (lender) working with each grantee can draw on the LRF to cover losses on defaulted loans according to the terms of the loan loss agreement between the lender and grantee. The initial loan loss reserves funded by the U.S. Department of Energy (DOE) have tended to focus on single-family residential energy efficiency and renewable energy lending programs; however, loan loss reserves can be used in other markets, from commercial lending to multifamily housing lending to nonprofit lending.
    [Show full text]
  • Why It's Time for Finance and Employee Ownership to Talk
    CAPITAL PARTNERS? Why it’s time for finance and employee ownership to talk Ewan Hall David Gorman Sponsored by Ownership at Work Capital Partners Foreword Contents EXECUTIVE SUMMARY EO AND FINANCE 06 The future of work 06 The EO incentive 07 What is employee ownership? 07 What’s the problem? TACKLING THE BARRIERS 08 Awareness gap 09 Loss of independence fear 09 The vendor finance factor The main reason for 10 Systems that don’t fit EO’s finance gap is 10 Assessing risk financial institutions’ Banks play a crucial role in helping ambitious companies We hope this paper will help the financial sector to better 11 Debt funded exits to create new capital and to grow, prosper and invest. understand the finance related issues for businesses lack of awareness or However, it seems that financial institutions have some looking to transition to employee ownership and how DEMAND FOR FINANCE work to do when it comes to companies that are owned by they can ultimately provide more accessible funding and understanding about their employees. lending solutions. As part of our commitment to this, 12 Scope for lenders we are accelerating share ownership for our employees This is despite several high-profile company founders within our business, aligning the interests of our people the sectors. securing widespread media coverage after passing on with those of our shareholders. ownership of their business to their employees, including PERFECT PARTNERS high street retailers Richer Sounds and Lush; Wallace As a commercial bank with a social conscience, Unity Social impact case and Gromit animators Aardman; travel guide Sawday’s; Trust Bank recognises and values the positive impact 13 and farm-to-home deliverers, Riverford Organics.
    [Show full text]
  • Cit 2006 Annu Al Report
    pggygpqp Relationship Capital + Healthcare + Discovering Unrealized Potential + Customized Solutions + Intellectual Capit + Insur?ance Services + Advisory Services + Corporate Giving Program + Capital Discipline + Customer-Centric Focus + 7,30 Employees + Mergers and Acquisitions + A Century of Experience + One CIT + Prudent Credit and Risk Management Latin America + $74 Billion in Managed Assets + Corporate Finance + Financial Capital + Middle Market Leadership + Vendo Finance + Canada + Aerospace + Factoring + Commercial Credit + Europe + New Revenue Opportunities + Communication Media & Entertainment + International Expansion + CIT Bank + Letters of Credit + Operating Leases + Australia & New Zealan + Transportation Finance + Asset-Based Lending + Capital Markets + Operational Excellence + Lines of Credit + Syndicate Loan Group + Commercial and Industrial + Consumer & Small Business Lending + Mezzanine Debt + Construction + Trad Finance + Commercial Services + Equipment Loans + Project Finance + Capital and Risk Management Trade Finance + Acquisition Financing + Commercial Real Estate + Rail + Relationship and Performance Driven Cultur + Leasing + Energy + Working Capital + Equipment Finance + Relationship Capital + Healthcare + Discovering Unrealize Potential + Customized Solutions + Intellectual Capital + Insur?ance Services + Advisory Services + Corporate Giving Progra + Capital Discipline + Customer-Centric Focus + 7,300 Employees + Mergers and Acquisitions + A Century of Experience + On CIT + Prudent Credit and Risk Management
    [Show full text]
  • Interview with Anthony Casciano, Siemens Financial Services
    TECH FOR SUSTAINABILITY CAMPAIGN Interview with Anthony Casciano, Siemens Financial Services Ilaria Carrara Cagni: We’re here with Anthony Casciano from Siemens Financial Services. Why is this challenge – “Financing a Sustainable Future” – important to you? Anthony Casciano: In my role, I have the privilege to implement sustainable financing solutions. I also see the urgency. As a leader who works with companies across all industries and of all sizes, it’s clear we have the ability to make energy-efficient infrastructure more attainable for all. With that, we also have the unique ability to incentivize sustainability initiatives, so that we help our customers and the world in a multitude of ways. Through ESG – environmental, social, and corporate governance – financing, we can decarbonize operations, modernize infrastructure, and minimize waste. A challenge like this helps advance the imperative. Ilaria Carrara Cagni: What do you want out of this challenge? Anthony Casciano: Many people think of wind farms and solar panels as the only sustainable investment opportunities, but there’s a lot of impact to be made across industry at every point of the supply chain. Manufacturing and production sectors currently produce about a fifth of global CO2 emissions AND they consume more than half of the world’s energy. I want to raise transparency – through a marketplace – of the sustainable investment opportunities in industries like manufacturing. I also want a place to better connect small investment opportunities with the right financing to make them happen. Finally, I want a way to show a link between carbon efficient operations and ESG ratings so we can incentivize the need to decarbonize for all businesses.
    [Show full text]
  • Competition and Technology
    A PUBLICATION OF THE INTERNATIONAL FACTORING ASSOCIATION FEBRUARY 2019 | VOL 21 | No. 1 COMPETITION AND TECHNOLOGY ALSO INSIDE: 4 Ways Lenders Can Stand Out from Competitors Take Your Customer Relationship Management to the Next Level Current Technical Disruptions in Transportation TABLE OF CONTENTS FEBRUARY 2019 | VOL 21 | No. 1 AN INTERVIEW WITH: ELLIOT EISENBERG , PH.D. ECONOMIC EXPERT, FOUNDER OF GRAPHS AND LAUGHS, LLC, AND 25TH ANNUAL IFA CONFERENCE SPEAKER 4 WAYS LENDERS CAN STAND OUT FROM COMPETITORS By Raul Velarde COUNTDOWN TO THE 25TH ANNUAL IFA FACTORING CONFERENCE By Heather Villa TAKE YOUR CUSTOMER RELATIONSHIP MANAGEMENT TO THE NEXT LEVEL By Kristian Dolan CURRENT TECHNICAL DISRUPTIONS IN TRANSPORTATION By David Jencks COLUMNS LEGAL FACTOR: WHEN THE SH*T HITS THE FAN! By Steven N. Kurtz, Esq. WHAT’S NEW AT IFA ADVERTISER INDEX Cirrius Solutions ......................................................... 6 International Factoring Association ........... 9, 15, 24, 31 Factor Fox Software, Inc. ...........................................11 Tax Guard .................................................................. 17 HubTran ..................................................................... 2 Utica Leaseco, LLC ................................................... 32 The Commercial Factor | FEBRUARY 2019 3 FROM THE MARKETING DIRECTOR BY TERRI BAKER Since its inception, the IFA has grown exponentially and surpassed multiple milestones. With less than two months to go, we are already exceeding our attendance rate from the conference in Miami at this time last year. In addition, we have over 50 exhibitors so far this year that will provide the products and services that you need all under one roof. Due to the increase in cyber-related crimes and the effects it has already had on Factors, we have added an additional session to the conference that will focus on this issue.
    [Show full text]
  • Asia Finance 2020 Framing a New Asian Financial Architecture
    ASIA FINANCE 2020 FRAMING A NEW ASIAN FINANCIAL ARCHITECTURE AUTHORS Andrew Sheng President, Fung Global Institute Chow Soon Ng Project Director, Asia Finance 2020, Fung Global Institute Christian Edelmann Partner, Head Asia Pacific Region, Oliver Wyman TABLE OF CONTENTS 1 Introduction 1 2 The Asian growth story 2 3 Shortcomings of the Asian financial system 6 3.1 Resilience of the Asian financial system 6 3.2 The effects of Basel III on Asia finance 7 3.3 Structural shortcomings of the financial system in Asia 9 4 Implications for Asia Finance 2020 18 4.1 Enabler 1: Coordinated regional policy 20 4.2 Enabler 2: Risk management and stress testing capabilities 21 4.3 Enabler 3: Targeted central bank support 25 4.4 Enabler 4: SME and retail focused payment systems 26 4.5 Enabler 5: Efficient and increasingly integrated capital markets 28 4.6 Enabler 6: Incentives 29 5 Conclusions 30 1. INTRODUCTION Asia is getting richer, not only absolutely but relatively. Over the last decade, Asia increased its share of global GDP from 24% to 31%. Its vast population is increasingly urban and increasingly middle class. With both Europe and the US struggling to bounce back from the deep recession triggered by the financial crisis, the world is again looking towards Asia as the engine of growth. However, Asia is also at a crossroads. It needs to shift from its current “old industrial” export-driven model towards a new economic model – one that is focused on domestic consumption and is more socially just and environmentally sustainable. The Asian financial sector will need to facilitate this transformation in the real economy.
    [Show full text]